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8. D. - Page 8 H IGH-SPEED RAI L � CALIFORNIA 2012 DRAFT BUSINESS PLAN FACT SHEET High-Speed Rail Authority � - - �"- '� � -_�-� �� _ � - -- .�-_ � _ —_ � �*� - - - � -- �� � With the state's population expected to grow to 60 inillion by 2050, Califomia faces three choices regarding its transportation system: try to build more freeways and expand airports to meet the ina-eased demands; do nothing; or develop a high-speed train system conneccing our population cenrers, as many other countries around the world have done. At a total cost about half of what it would talce to provide the same capacity on new freeways and at expanded airports, high-speed rail delivers many other significant economic, social and environmental benefits. JOBS Construcrion of the initial Central Valley section is expected to generate 100,000 direct and indirect jobs over five years, an average of 20,000 jobs annually. llirect and indirect jobs to build all of Phase 1 are estimated at 1.2 million to 1.4 million over 20 years, an average of approximately 65,000 jobs annually. The Phase 1 system will generate 4,500 permanent operarions and maintenance jobs. An estimared 100,000 to 450,000 new statewide pemlanent jobs not relared to HSR are expected by 2040. IMPLEMENTATION 1he new business plan introduces a"building block" implementation approach to connect the state's major Narthern California and Southern California population centers with high-speed trains. 1he project will be built incrementally as additional funding becomes available. Each step represents a critical decision point about whether to continue moving the project forward and each completed segment can be used on its own before a fiill starewide system is in place. Critical Decision Point One: Construcrion of a 130-mile stretch in the Central Valley for about $6 billion (year of expenditure) with a combination of federal and state funding that has already been identified. 2012 - 2017 Critical Decision Point Two: �;xtend the initial construction section to creare an initial operating section (lOS) either fiom Merced to the San Fernando Valley ar San Jose to Bakersfield. Once either of those secrions is completed, true high-speed rail service will be provided to passengers far the first rime in the U.S., projected ridership and revenue will be sufficient for the initial system to operate at brealc even or better, and private invesmlent will initially marerialize. Yrojected cosr. lOS from Merced - San Fernando Valley: $27.2 billion; ar IOS from San Jose to Bakersfield: $24.7 billion. 2015 - 2021 Critical Decision Point Three, `Bay to Basin:" 13uild the remaining initial operation section either to the north or south to provide a high-speed rail "Bay to Basin" system connecting the Bay Area and Los Angeles basin population centers and integrating with MetroLink in Southern California and Caltrain in the Bay Area. Projected cost: IOS from San Jose to Bakersfield: $21.1 billion; or IOS from Merced-San 1^ernando Valley: �24 billion. 2021 - 2026 Critical Decision Point Four: Additional rail-transit improvements in the Los Angeles basin and 13ay Area, including electrificarion of existing rail systems, to create "blended" operations with high-speed rail to provide a"one-seat" ride from San Francisco to Los Angeles and Anaheim. Projected cosr. $23.9 billion. 2026 - 2030 Critical Decision Point Five: Start to consn Phase 2 extensions toward Sacramento and San lliego, or continue to complete the full Phase 1 high-speed rail system between downtown San l�rancisco and Anaheiin through Los Angeles. Projected cost for full Phase 1: $1).) billion: 2026 - 2033+ ;� �� u � � °�y.�